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...JackWelch was the CEO of GeneralElectric (GE) for 20 years from 1981 to 2001. Jack transformed GE, taking a solidly profitable manufacturing company and turning it into an exceptionally profitable conglomerate dominated by service business. As such a big company who was running businesses for decades, GE has a lot of social responsibilities. Corporate social responsibility is the duty of a corporation to create wealth in ways that avoid harm to, protect, or enhance societal assets. I will analysis the social responsibilities of GE from the following aspects.
First of all, GE had economic responsibilities to society and GE did well on it. GE paid taxes—5.7 billion in 2000. Taxes can be considered as the major income of government. Only if the government has enough money, the government can improve the basic needs of our society. Everyone could benefit from it. Since GE paid a lot taxes, it contributed our society. From the view of economic responsibilities, GE clearly fulfilled it.
Secondly, GE clearly fulfilled a range of voluntary actions. The Elfun Society, a group of GE employees and retirees, undertook community projects, including tutoring, playground construction, repairing school equipment and recording machines for the blind, blood drivers, and Special Olympics. In 2000 current and former GE employees volunteered 1 million hours of community service. GE contributed a lot in the society...

...In the case, “The JackWelchEra at GeneralElectric”, indicate that during the period of JackWelch was a CEO at GeneralElectric from 1981 to 2001, the company became remarkable profit. Earnings per share rose from $.46 in 1981 to $1.07 in 2001. GE is a company which has a very long history, and JackWelch was the first working-class person that finally became the famous manager in GE history. He changed and built lots of rules to fulfill his ambition to make the company more wealthy such as eliminated workers, changed GE’s culture by promoting the notion of a “boundary less” organization, used identical 20-70-20 percent curve to manage managers, and reshaped GE stocks. The story of the Welch years has the elements of legend, however, within GE businesses his powerful manage strategy turned him into a very controversial person. The lead editorial branded Welch as a corporate titan opposed to rules of society and said that his actions were “disastrous” for workers and communities.
As a huge and historical company as GE, it has lots of social responsibilities. The definition of corporate social responsibility in chapter 5 is that the duty of a corporation to create wealth in ways that avoids harm to, protect, or enhance societal assets. Since GE paid a lot taxes, it contributed our society....

...GeneralElectric Under JackWelch
In 1980 right before Welch took the position as CEO of GeneralElectric, GE's organizational rigid structure, resistance to change, and bureaucratic climate made it impossible to perceive important environmental changes. Furthermore, the organizational structure, decision-making process and information management procedures no longer fit the organization's needs. In 1981 JackWelch was not considered a leading contender for GE's top job. However, his performance and earnings record ultimately won him the position over six other candidates. When JackWelch took office as the new chairman and chief executive officer of GeneralElectric, the company had entered the stage between the maturity and decline. Even though he had no formal master plan for GE's reorganization, he did have a vision of what he wanted the company to be.
The first step in realizing his vision was a dismantling of the out dated administration that was strangling the company. At the start of Welch's tenure the GE administration was built around three hundred separate businesses, basically a formula for inefficiency. Welch tore through the company’s foundation with a vengeance and by the mid 1980’s had overseen nearly 120,000 layoffs. Entire lines of business were...

...Description: GeneralElectric under JackWelch
GE should have applied their corporate social responsibility duty as stated by General Robert E. Wood in the Sears Annual report for 1936; he said “the chief constituencies of the company—customers, the public, employees, sources of merchandise supply, and stockholders. Stockholders being last as they could not attain their “full measure of reward” unless the other groups were satisfied first.”
Ironically, after Welch’s retirement, he stated in an interview with the Financial Times on the Global financial crisis of 2008-2009, “On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy... your main constituencies are your employees, your customers and your products.”[1]
However, during the Welchera, this did not occur. Welch established a major reconstruction structure to eliminate bureaucracy and geared management towards a performance goal culture. He introduced a new doctrine of weeding out poor performance and discovering an “all-star” management. With this tactic it was clear that Welch did not care or underestimated the welfare of the society that impacted this decision. During his last 15 years with GE, at least 150,000 jobs were eliminated. He even stated in his memoir that “I never underestimated the...

...Transformation: Jack Welch's Leadership
JackWelch finally seemed happy at General Electric's Annual Meeting in March 1999. Their operating margins were at an all-time high at 16.7% and their revenue exceeded $100 billion. The Financial Times named GeneralElectric two years in a row the "Most Respected Company in the World." For any company this is a huge accomplishment and a great recognition. The Fortune poll voted them the country's "Most Admired Company." The shareholders were somewhat concerned about Welch's rumored retirement at the end of the year 2000. No one was sure if anyone would take Welch's place and keep the financial growth that occurred during Welch's era as leader for GeneralElectric.
Thomas Edison founded GeneralElectric in 1878. The company's early focus was on the generation, distribution, and use of electrical power to become one of the world's biggest industrial companies. It would take them one hundred years to accomplish this but they would. GeneralElectric was always going through change all the way through the early 1900s and into the mid 1900s. To strengthen their corporate staffs they began to use "profitless growth." By 1973 GeneralElectric had ten groups, forty six divisions, and one hundred and ninety...

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JackWelch, Effective Strategies That Transformed GeneralElectricJackWelch, Effective Strategies That Transformed GeneralElectric
In 1981, JackWelch became the eight chairman and Chief Executive Officer of GeneralElectric, and served until his retirement in September 2001. Under his leadership,Welch “increased the value of the company from $13 billion to several hundred billion” (ge.com, n.d.) What strategies led to the success of GE under the management of JackWelch, and what does the future hold for the company?
A Brief History of GeneralElectric
By 1892, it was nearly impossible for the Edison GeneralElectric Company and Thomson-Houston Company to produce electrical systems without using the other company’s patents and technologies. As a result, the companies merged to create the GeneralElectric Company. Many of the company’s offerings are still produced today, such as lighting, transportation and medical equipment. (ge.com, n.d.)
JackWelch, the Early Years
JackWelch was born on November 19, 1935 in Peabody, Massachusetts. As he puts it in his autobiography, he was not “born with a silver spoon”...

...Case Analysis
GeneralElectric: From JackWelch to Jeffrey Immelt
The need for Jeffrey Immelt to develop into a level 5 leader is imperative for GE to continue to grow and prosper in the current economic conditions of global expansion and constant change. Immelt can also benefit GE by becoming a level 5 leader by focusing on developing and empowering employee values and intrinsic motivations rather than facilitating initiatives to carry out his own vision. By Immelt developing into a level 5 leader and creating an open and trusting environment, he will empower employees to rebuild GE’s infrastructure that can hold strong and prosper through the new and demanding global expansion.
JackWelch led the way that was authentic to him and what economic conditions valued at the time. He was successful by giving the company of GE a clear vision and opening up opportunities for employees to efficiently carry out his objectives. He gave stability to shareholders at a time of economic worry and more than doubled GE’s market cap. Although his practices deemed profitable he did not build internal company infrastructure that would carry GE into the future. Instead he weakened internal relationships and did not empower employees to use their talents to embark on new and innovative projects.
Immelt is faced with the challenge of getting the GE employees to develop a trusting and open...

...Fall 2011, Term 1
Modern Business Leader Analysis Project
JACKWELCH
By
Chad Wilson
Lucy Ebanja
Renee Wingfield
Sheng Wang
Ying Zhang
Instructor: Dr. Constant Beugre
Content
Jack Welch’s accomplishments
JackWelch joined GeneralElectric (GE) in 1960 and became vice president (1972) and then vice chairman (1979). In 1981 he became chairman and CEO of GE; at 45, he was the youngest person ever to have held that position. Having taken GE with a market capitalization of about $12 billion, JackWelch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. (Reference for Columbia Encyclopedia)
Welch took bold actions to improve GE's ability to compete globally before it ran into serious difficulty. Welch leads two different "revolutions" in his tenure as CEO.
The first revolution had to do with hardware: what businesses GE should be in and what businesses it should divest.
Welch quickly changed GE's approach to strategic planning. The matrix approach developed under Reginald Jones was replaced with Welch's Number One Number Two strategy. If a GE business wasn't first or second in its markets worldwide, or couldn't be made' so, it would be sold. At the start of...